ࡱ> %` =bjbj"x"x 8p@@5&D&D&D&DDDhDDDDDEEE$nhnIEEnInIDDLLLnIDDLnILL DD #&DIbi0IeEFLGG|GEEE"JEEEnInInInI$ >",>", Introduction to Strategic Plan The Efroymson Coaches Network really grew from the work of Greg Low. (Seen here being anointed St. Gregory of Efroymson at our first Coaches Rally.) Greg had been teaching Conservancy practitioners and some of our trusted partners and friends about CAP or 5S by conducting these now famous peer review Efroymson style fellowship workshops a format he pioneered in 1998 and implemented as TNCs US Conservation Programs Director. By 2003, (over a five year period) approximately 150 teams had participated in one of Gregs Efroymson workshops, and hundreds of TNC staff and partners responded well to the method and fellowship format. So much so that the interest in CAP and demand for help to apply it and to implement similar workshops grew beyond what one even incredibly energetic person could do. And Greg wanted to get off the airplane circuit but no one wanted to see what he had started die. Least of all Karen Poiani and Audrey Newman. So while together in Jamaica for the Island Efroymson, Karen, Greg and Audrey were bemoaning the possible demise of Efroymson Fellowship over a beer and literally on a napkin hatched this idea of starting a spin off of the Greg coaching circuit They figured that they would involve some of those people who had assisted Greg over the yearsand that these folks would together create a Network of Coaches. Connected through a common approach 5S or CAP the Network would be organized into loosely affiliated geographic units franchises with a franchise leader and a handful of coaches in each unit. So in 2004 the first franchise was formed the Pacific Islands franchise with Audrey Newman as the leader. You might recognize some of that first class. As the idea started to evolve they agreed that the network would be served by TNC world office. Which ended up being Dan Salzer and me (I was hired in July of 2004 after working for 20 years with the Conservancy in science and project management and stewardship) Our jobs were to establish and connect the franchises, maintain materials and the methodology, conduct trainings, and harvest innovation around the network. Dan and I would take our orders from the franchise leaders and serve them and the coaches. There were no requirements from TNC on high for anyone to be a part of the Network. It was all entirely voluntary and there were no rigid rules about who could or couldnt join the network or what the franchise units should look like. This was all, as Greg would say, a grand experiment. We could do this because we had some restricted funds provided by the Efroymson Family who supported the fellowship workshops from the very beginning and who gave us more funding support to launch this new generation. By the start of 2005 there were seven franchise units all TNC. And 64 people who had been through coach training all TNC Also at the start of 2005 we - that is 6 of the then 7 franchise leaders, Dan and myself - drafted a strategic plan for the Network. We decided our purpose was To ensure priority projects have effective action plans producing results at real places. And we set out several goals for the Network.. Goals CAP Support for priority projects Share Best Practices and Lessons Learned across the coaches community Continuous Innovation by real users Common Language and Approach for conservation decision making Developed our objectives, strategic actions and action steps and got to work.. This start-up strategic plan provided a great roadmap for us in building this new enterprise. It helped us focus on the putting the essential building blocks together distributed franchises, committed coaches, materials development and distribution, and methods for coach sharing and exchanges Dan and I charted our course using this plan through our organizations many ups and downs these last few years our annual objectives were informed by it we gauged our progress by it and we weathered some rough waters in TNC WO by sticking to the road map that this plan gave us. We werent very far into 2005 when that trouble maker Bruce Jeffries ended up being in our first coach training class we held right after we finished our Strategic Plan. We didnt figure on him. He was our first outlier/outlaw coach he didnt fit in any of our franchises? - We made up the term coach/affiliate to be able to put him somewhere. We held our first Coaches Rally in May of that year. We were joined by Lilian Pintea of Jane Goodall Institute and two friends from Australia who had participated in Efroymson workshops with Greg - Margi Weir and Natalie Holland. They were working with projects teams in their respective organizations in a sort of coach role. Nick Salasky of FOS joined us too. Nick has been a critical thinker and contributor to the whole idea of adaptive management and had been working with TNC for a long time and certainly his finger prints are found on some of the elements of TNC CAP approach thats for sure. After the May Rally - there was a call from John Morrison of WWF. He said WWF was trying to adopt a CAP-like approach across their network and could we show them how CAP works and we said ok but why dont we get some of the WWF folks started on being coaches in the process So November of 2005 Rob Sutter, Chris Pague and I held an Efroymson style workshop with our WWF brothers and sisters. John Morrison and Al Lombana were coaches in training at that workshop and January 2006 John, Al and two other WWF colleagues joined our coach training class. So you can see it was not even a year since we finished our first strategic plan when our simple structure already wanted to morph into something else. We proceeded with the implementation of our 2005 plan anyway and we made significant progress. By the end of December 2007. - We were 158 coaches trained from 27 countries 131 TNC employees 27 others - affiliated with 10 organizations 12 franchise units encompassing the area you see on that map (North, Central, South America, Caribbean, Pacific Islands, Australia, China and Indonesia) 11 TNC led 1 led by Greening Australia And a friendly non-formal connection with WWF 14 coaches not aligned with any franchise unit at all. Also during the year 2006 the coaches had implemented more than 26 large-scale multi-partner, Efroymson style workshops and supported more than 150 different project teams to implement some aspect of CAP. The coaches were active on every continent except Antarctica And the Network facilitated 12 different exchanges and multiple working group projects. And we were facing new challenges and exciting new opportunities: Opportunities Growing interest in and need for simple conservation decision making tools The UN agreement signed by 190 stating that they would conserve at least 10% of their countries in Protected area status had as one goal to develop management plans for all these protected areas. There is a huge potential need for good management planning tools and support. 11 international NGOs adopted open standards for conservation project management Many large funding organizations are calling for clearer objectives and ways to measure outcomes A growing appreciation for the coaches and their value and growing requests for their help. increased commitment from TNC WO for support The ConPro Data Base elevating the potential power of a shared conservation approach and language to an even greater height. Opportunity/Challenge Requests for coach support all around the world exceeding capacity. New partners all over world asking for help TNCs campaign projects needing help with business plans Challenges we saw Application of the full power of CAP as an adaptive management approach still spotty. Need more commitment and competency to practice the full cycle. Need to integrate more complex issues into conservation decision-making, such as global climate change and human poverty, resource needs and consumption - need to accelerate learning Is the Network design really going to accommodate growth - to be truly global? To respond to these challenges, opportunities and the current conditions of the Network it was decided that we needed to update our Strategic Plan. With the great help of Audrey Newman and later Paquita Bath, we proceeded to do this. Our Franchise leaders, some of our most active coaches and three of our most engaged partners (Greening, WWF, and FOS) as well as some trusted TNC colleagues who are important allies and friends of the Network - all helped assemble background information, conduct scores of interviews with donors, users, potential users, coaches and others, design the planning process and, most importantly, came together to build a first draft of the plan. This first draft was reviewed and commented on by a larger circle of very active coaches and their ideas were integrated. What you have today is the draft that resulted from their review. We want this three year plan to be our new road map to help us move this Network further and now we ask you, all of the coaches in the Network to have the final word on this plan. What this draft calls for: Enhanced Coach competency and greater commitment from the teams we work with to support the entire CAP process, especially measures, work planning, IMPLEMENTATION!!! Measures training, tools, measures coaches Enhanced Strategy design capacity strategy coaches Greater drive towards implementation of the full cycle work planning, self-audit and greater connections to audit efforts Coach certification Enhance ability to share: across languages (at least four) Across organizations Between coaches get us better connected virtually. To grow we cannot depend on Dan, Mauricio or me to be like old fashioned telephone operators at a switch board. We have to find the right mechanism to get all of you to talk directly to each other and find each other virtually. Link Network Coaches with Research and Development We need a transparent mechanism to ensure that the coaches and their experiences and needs are used to direct research and development of our CAP/Open standards methodology. The coaches and the teams that they work with are on the front lines. They know when a method hits or misses the mark. When other tools or refinements to existing tools are needed. We must do a better job of ensuring there is a seamless link between your needs and the development of new tools. Revise and Expand the Network Structure to Go Global Biggest challenge envisioned by this plan to move from an enterprise that is managed and mostly owned by TNC with others warmly welcome to a Network that is a structured partnership enterprise. The four core partners: WWF, TNC, FOS and Greening want to revise the structure to make the Network a true partnership, where we would all be owner/operators. And we want to grow this partnership to include at least three new organizations and enrich our ability to support CAP and link practitioners in three underserved geographies. More fully integrate Adaptive Management in Our Organizations Lastly the plan envisions that CAP or the Open Standards will come of age in our respective organizations By building coach skills and our Networks commitment and ability to support the highest priority organizational projects, regardless of type or scale. We need to demonstrate by our actions the power/value of CAP and CAP coaches to senior managers and decision-makers in our organizations, and build their support and use of these important tools. 5 Objectives Obj 1: Enhance Coach Competencies to Support the Entire CAP Process Obj 2: Enhance Knowledge Sharing Obj 3: Institutionalize Adaptive Management Approach Obj 4: Revise & Expand the Network Structure Obj 5: Link Network Coaches with Research & Development For the next hour - you will have an opportunity to weigh in on the objectives put forth in this plan as well as our over-arching Mission and Values. Paquita will explain how we will do this in a minute And then after lunch, you will choose a working session that focus in on one of the key elements of the plan. These working sessions are described in your Session handout. Enhancing measures capacity CAP & organizational decision-making Coaches connecting virtually Karate belts for coaches: CAP Coaches Certification Scheme Strategic plan Coaches get the final word One session is focused on building measures capacity One on enhancing our ability to use CAP to support organizational decision making The third is focused on improving our virtual connections And the fourth is focused on developing a classification & certification system for coaches A fifth session will use your input to look at the plan in its entirety. At the close of our time together we will have a good sense of your wishes and recommendations for the Strategic plan And we also want to know of your willingness to contribute to this plans implementation..For the truth is the Network needs your commitment to make this plan a reality. Pip and Cristina did a workshop session yesterday called CAP in motion: Is your plan a good intention or is it hard at work? To ensure that this strategic plan for the Efroymson Coaches Network isnt just a good intention it will require all of us to do some part of it. 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